We develop a framework for determining the level of integration of social business models and a subsequent typology. We distinguish between integrated, moderately integrated and differentiated social business models and theorize on the likelihood of organizational tensions in each model. Drawing on a series of examples from different countries and sectors, our analysis shows that social business models differ in two parameters, the degree of integration of the beneficiaries as well as the allocation of resources to create economic and social value. We suggest that the likelihood for organizational tensions is low in both integrated as well as differentiated social business models, while it is higher in social business models with a moderate level of integration. Our conceptual framework and the related propositions pave the way for an empirical inquiry of this theoretically appealing and practically relevant phenomenon.
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